The Handbook of Project Management

List of process flow diagrams List of checklists Preface Part 1 The programme and project environment 1 Introduction What is special about programmes and projects? Who is this book for? 2 Change: programmes and projects Change and the programme and project manager What is a project? Projects and sub-projects What is a programme? An example programme Why programme management? What is programme management? What is project management? Why is programme management different from project management? What is different about programme and project management? How are programmes and projects derived? The dynamic life cycle The dynamic action cycle The programme and project process phase gates Is the phase gate a constraint? Summary 3 Organizing for programme management Organizing for ownership Establishing the programme steering team Continuous improvement and problem solving: are they projects? The programme register Operating a programme register The key responsibilities of the programme steering team Meetings of the programme steering team Managing the portfolio: selection of programmes and projects The inputs to effective selection The secondary screening The result of effective selection Summary 4 The key roles The project steering team administrator The sponsor The programme manager The project manager The functional manager Frequently used terms The stakeholders Managing stakeholders Customer satisfaction The programme and project manager as a leader The dimensions of leadership Programmes, projects and teamwork Building your team Summary Part 2 The programme and project processes and techniques 5 Starting up: ideas and opportunities for projects The fundamental data needs What are the constraints? What data do the project steering team require? Preparing the initial business case Through Gate Zero to Gate One Presenting the business case to the project steering team The kick-off meeting Project documentation The project brief and specification Summary 6 Defining your project What is necessary to define a project? The stakeholder list The project brief The scope of work statement Risk management Risk assessment Quantifying identified risks Risk monitoring Getting your project definition approved Summary 7 Planning your project What is not going to be done? Who needs to be involved? Where does planning start? Identifying the key stages The project work breakdown structure Allocating responsibility What is an estimate? Estimating the durations Contingencies Time-limited scheduling and estimates Identifying the critical path of your project The Programme Evaluation and Review Technique Analysing the logic diagram Using the PERT analysis data Analysing your resource requirements Optimizing your schedule Reviewing your project risk log Reviewing your project budget Intermediate phase gates Seeking approval to launch your project Summary 8 Launching your project Establishing key stage work plans Deriving a milestone schedule Critical success factors Ensur